Directing & MotivatingDirecting & Motivating

By Arijit MondalBy Arijit Mondal

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Directing

- Telling people what to do and seeing that they do it to the best of their ability.

- It includes making assignments, explaining procedures, seeing that mistakes are corrected, providing on the job instructions and issuing orders.

- Direction involves communicating & providing leadership and motivation to the people to contribute to the best of their capabilities for the achievement of organizational objectives.

- It is the interpersonal aspect of the management process by which organizational members are led to understand and contribute effectively and efficiently to the accomplishment of organizational objectives.

- The direction function of management is related to the activities that deal directly with influencing, guiding, supervising and motivating the people in the organization for the attainment of objectives.

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Nature of Direction

Has the following features -

1. Managerial Function

2. Continuous Activity

3. Pervasive Function

4. CommunicationGiving orders is an indispensable pat of direction. Managers elicit two types of behavior when they issue orders namely linear and circular.

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MotivationExamine three terms

Motive – an inner state that energizes, activates or moves and that directs behavior towards goal.

Motivating – a term that implies that one person induces another to engage in action by ensuring that a channel to satisfy the motive becomes available and accessible to the individual.

Motivation – While a motive is an energizer of action, motivating is the channelisation and activation of motives, motivation is the work behavior itself.

Motive Motivating Motivation

Need in individuals Activating needs &providing need

satisfaction environment

Engagement in work behavior

Relationship between motive, motivating & motivationarijit mondalarijit mondal 44

Motivation refers to they way in which urges, drives, desires, aspirations, striving or needs direct, control or explain the behavior of human being – McFarland.

Motivation is the process that account for an individual’s intensity, direction and persistence of effort toward attaining a goal.

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Self Actualization

Esteem

Social

Safety

Physiological

Maslow’s Hierarchy of Needs

- From motivation stand point, a satisfied need no longer motivates an employee.

- To motivate someone, understand what level of hierarchy that person is currently on and focus on satisfying the needs at or above that level.

Early theories of Motivation

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McGregor’s Theory X and Theory Y

Theory X – Negative Assumptions

Employees dislike work & whenever possible will attempt to avoid it.

Employees must be coerced, controlled or threatened with punishment to achieve goals.

Employees avoid responsibilities and seek formal direction.

Most workers place security above all Factors associated with work & will display little ambition.

Theory Y – Positive Assumptions

Employees can view work as being as natural as rest or play.

People will exercise self-direction and self-control if they are committed to the objectives.

The average person can learn to accept,even seek responsibility.

The ability to make innovative decisionsis widely dispersed throughout the population & is not necessarily the soleprovince of those in management positions.

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HerzBerg’s Two-Factor Theory (Motivation-Hygiene Theory)

- What do people want from their jobs? When did they feel exceptionally good or exceptionally bad about their jobs?

- Two factors –

Intrinsic factors like advancement, recognition, responsibility & achievement that relate to job satisfaction – motivation factors.

Extrinsic factors like supervision, pay, company, policies and working conditions relate to job dissatisfaction – hygiene factors.

-Removing dissatisfaction does not lead to satisfaction.

-The opposite of satisfaction is no satisfaction-The opposite of no satisfaction is dissatisfaction

-Factors leading to job satisfaction are separate & distinct from those that lead to job dissatisfaction. Thus, managers who seeks to eliminate factors that can create job dissatisfaction may bring peace but no motivation.

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Contemporary Theories of MotivationAlderfer’s ERG THEORY

- Extension to Maslow & Herzberg’s Theory.

-Three group of core needs –

Existence – providing our basic material existence requirements.

Relatedness – the desire we have for maintaining important interpersonal relationships.

Growth – an intrinsic desire for personal development.

- More than one need can be operative at the same time. (no rigid hierarchy)

-If the gratification of a higher level need is stifled, the desire to satisfy a lower-level need increases. It has a frustration-regression dimension.

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McClelland’s Theory of Needs

Need for Achievement (nAch)Drive to excel, to achieve in relation to a set of standards, to strive to succeedThey differentiate themselves from others by their desire to do things better.They dislike succeeding by chance

Need for Power (nPow)Make others behave in a way that they would not have behaved otherwise.It is the desire to have impact, to be influential and to control others.

Need for Affiliation (nAff)Desire for friendly and close interpersonal relationships.

- A high nAch doe not necessarily lead to being a good manager.- Best managers – high nPow and low nAff.

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Vroom’s Expectancy Theory

It says that an employee will be motivated to exert a high level of of effort when he believes that effort will lead to good performance and that good performance will lead to good reward and good reward will lead to personal goals.

Individual Effort

Individual Performance

Organizational Rewards

Personal Goals

1 2 3

Focus on three relationships –

1. Effort-Performance Relationship 2. Performance-Reward Relationship3. Rewards-Personal Goals Relationship

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Motivation: Applications

1)MBO (Management by Objectives)- How to make goal-setting operational? Install a MBO program

- MBO emphasizes participatively set goals that are tangible, verifiable and measurable.- It is used as a means of using goals to motivate people.

- Four ingredients of MBO•Specific Goals•Participative Decision making•Explicit time period•Performance feedback

Linking MBO and Goal-setting theory

The theory says that specific hard goals result in high individual performance and feedback also leads to high performanceMBO also discusses about specific goals and feedback.

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2. Employee Recognition Programs

- It covers a wide range of activities from a spontaneous and private thank you” by boss to a widely publicized formal program.

-A survey was conducted where it was asked what employees considered to be the most powerful workplace motivator? - Recognition

- Consistent with reinforcement theory, where rewarding a behavior with recognition immediately following that behavior is likely to encourage its repetition.

3. Employee Involvement Program

- A participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organization’s success.

-Examples like Participative management, Representative participation (like work councils, board representatives), quality circles.

- Theory Y is consistent with participative management.- Also related to two factor theory to provide intrinsic motivation to employees, and ERG theory.

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4. Job Redesign and Scheduling Programs

-Redesigning by •Job rotation•Job Enlargement- horizontal expansion•Job Enrichment – vertical expansion

-Scheduling programs to increase employee flexibility by •Flexitime•Job sharing•Telecommuting

-Enrichment of job relates to two factor theory.

- Employee’s internal motivation can be influenced by job redesigning.

5. Variable Pay Programs

- Example like piece rate system, profit sharing, bonuses, gain sharing

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Morale

- The degree of enthusiasm and willingness with which the members of a group pull together to achieve group goals.

-Refers to spirit of the organization

-Represents the attitude of individuals and groups in an organization towards their work environment and towards voluntary cooperation to the full extent of their capabilities for the fulfillment of organizational goals.

- It is not an absolute concept which can convey any meaning. It is a relative concept and has to be qualified with the degree as high or low morale.

Nature of Morale

-Dynamic- Represents Collective attitude of the workers- Multi dimensional in nature- A long term phenomenon

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Factors Affecting Morale

The organizationLeadershipCo workersNature of workWork environmentThe employee

Morale and Productivity Relationship

-High morale – high productivity-High morale – low productivity-Low morale - high productivity-Low morale – low productivity

Morale BuildingRemunerationJob securityParticipationJob enrichmentGrievance redressalEmployee CounselorsSound Leadership

Productivity

Morale

Low High

High

High morale only

High productivity only

High morale & High productivity

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